Workshop Activity 1 (in groups – 4 students in each) – 15 minutes Develop a working definition for the term “procurement”

Procurement – Definitions ‘The act of obtaining by care or effort, acquiring or bringing about’ (OED) The acquisition of new buildings or space within buildings either by directly buying, renting, leasing or by designing and building a facility to meet a specific need’ (Mohsini and Davidson (1989) Procurement of a construction project - is getting the project built by making decisions on a variety of issues based on project needs. Procurement is a strategy to satisfy clients’ development and/or operational needs with respect to the provision of constructed facilities for a discrete life-cycle (Lenard and Mohsini (1998)

Procurement is a framework within which construction is brought about, acquired or obtained through the choice of the most appropriate procurement strategy (CIB W92 – 1991, Sharif and Morledge, 1996) Procurement system is the organisational structure adopted by the client for the implementation (or even operation) of a project. Building procurement can be defined as the careful appraisal of the client’s needs, and identifying and acquiring the necessary external resources needed to carry out the whole or part of a construction project and their integration with the internal resources of the client

Workshop Activity 2 (work in groups of 4) – 15 minutes Identify main types of construction clients and provide three (3) examples under each category that may need the services of a built environment organisation to deliver its projects

Workshop Activity 3 (work in groups – 4 students in each) – 15 minutes Consider a mini case study project and prepare a list of points that you (client) would wish to raise on behalf of your organisation involved in the briefing process

Client’s role in the briefing process is very crucial to the success of the project since a couple of decades “Briefing is the most important contribution the client can make to the building project. It is as creative as anything the Architect or any other Designer do” (Salisbury, 1990) Document called ‘Briefing the Team’ by Construction Industry Board divided the overall briefing process into following key stages: Getting started Defining the project Assembling the team Designing and constructing Completion and evaluation

Strategic briefing process A clear statement of needs Client’s value proposition Client’s rationale for the project Needs and wants of the client Establish and prioritise the objectives to be met by the project Can the client spend more time/money during pre-construction to overcome/limit the problems faced during construction Speed of building Expected quality Involvement with/concern for environmental/social/economic benefits of project Development of Business Case Formulate a definitive detailed business case (prepared on whole-life cost basis) to explore: payback from the project in terms of both capital investment and overall value for money strategic fit of the project available options achievability of the project the economic feasibility through formulation of the business case Identify and evaluate risk/unexpected problems Strategic brief

Strategic brief The client's mission, objectives and vision Possible drivers for future changes Other stakeholders and their needs The required time,cost, quality of the project and design quality indicators Benchmarking projects Functional requirements Overall sizes, adjacencies of spaces, ceiling heights and other known spatial requirements Internal environmental conditions Technical requirements described in sufficient detail to allow feasibility studies to be carried out (such as broad servicing requirements) Client’s experience in construction (required contribution of the contractor’s experience during design, experience of the designers, any specialised construction needed) The flexibility that a client has on selection of a procurement system

Strategic brief Transparency requirements (bound by government/EU rules etc.) Allocation of risks (Client’s desire to bear risk, balance between parties to the project, transfer it to another party, single point responsibility) Project procedures, including any existing client procedures, frequency of progress reports, and so on Targets for whole-life costs showing; initial costs, periodic costs, annual costs, income and disposal value Durability, lifespan and maintenance requirements Flexibility and future uses Physical and operational constraints, such as site access issues Planning constraints Health and safety issues Environmental standards Programme and key milestones The project budget Conditions imposed by funding bodies

Project brief A description of the client Spatial requirements Technical requirements Project requirements and other issues: Planning requirements Outcome of any consultation processes Budget Programme and key milestones Known risks

Types of construction risks Examples Physical works Ground conditions, defective materials or workmanship. Weather, site preparation Inadequacy of labour, plant, material Time and Finance Delay and disputes Possession of site Late supply of information Delay in execution of work Delay outside both parties control Layout disputes Direction and Supervision Poor communication, unclear requirements, changes to requirements Mistakes in documents, defective design Greed, incompetence, inefficiency, unreasonableness Damage and injury to persons and property Negligence or breach of warranty, uninsurable matters Accidents, uninsurable risk External Factors Government policy – taxes, labour, safety or other laws Planning approvals Financial constraints Cost or war or civil commotion Malicious damage, intimidation, industrial disputes Payment Delays in settling claims and certifying Delay in payment Inflation Law and Arbitration Delay in resolving disputes, injustice Cost of resolving disputes Enforcement of decision Changes to statute New interpretations of common law